The National Motorcycle Museum (NMM) Director is an experienced professional that will work closely
with the President of the Board of Directors and Museum staff to develop and implement initiatives
for the Museum. This person will work directly with and supervise museum staff in marketing, events,
product sales, fund raising, collections, education, and exhibits to form an annual plan and set priorities
and act on agreed upon means of achieving goals. The Director will oversee the budget and finances of
the NMM in cooperation with the President and Museum Accountant.

The Director will possess at a minimum a Bachelor’s degree in education, arts administration, business
administration, management, humanities, or related field. The Director will also have 1 – 3 years’ work
experience in History, Business Management or work with non-profits and have experience in managing
staff, managing a non-profit or working at an administrative level in education.

The Director will communicate the policies, goals, mission and vision of the organization to the staff. He
will provide strategic vision for the organization including short-term, mid-term, and long-term planning.

The Director will define and implement staffing plan: recruit, select, review, discipline and supervise staff
while maintaining up to date employment records per policy.

The Director is a public figure and should be comfortable discussing motorcycles, memorabilia and other
forms of transportation topics as well as museum practice. In representing the Museum he travels to
perhaps 12 to 15 events per year. Each event typically extends over a weekend.

The Director is expected to possess excellent communications skills and be adept at public speaking,
drafting letters as well as copy for promotional materials and other Museum communications. He serves
as Museum spokesperson to the local community and the media.

The Director should be aware of typical museum practices including membership, finances, collections
management, website and other electronic outreach including social networking, volunteer development,
database management, typical business software and business growth especially related to fundraising and
general fund raising practice and ethics.

The Director should have some knowledge and experience of facilities management and maintenance.

The specific areas of expertise, oversight and general responsibility are:

Membership – Focus on member recruitment while building member benefits and working to retain
members through print and electronic communications as well as member recognition.

Marketing – Making use on the Museum Website, electronic and print communications including
newsletters, news releases and special mailings strive to create awareness and support of the Museum
and its programs, exhibits, special events and product sales program. Experience in working closely
with local, regional, national and international media, tourism officials, elected officials, etc. to promote
museum programming.

Product sales – Working with the Museum Manager and President of the Board improve and refine
product offerings and how they are promoted to our markets. Review inventory levels and make
suggestions for inventory reduction, quality and more rapid order fulfillment and general customer
service. Understand software used to place orders and ship as well as inventory product.

Fundraising – Plan promotion of the annual “raffle bike program.” Collaborate with the resident and
other staff to select a motorcycle to raffle and set schedule and media for promotion of raffle ticket sales
including direct mail, on site and at special events throughout America. Review standard practices of
returning stubs to customers, scheduling the drawing and reporting the winner, as well as making certain
IRS and Iowa State Gaming Laws are adhered to. Develop and maintain the Annual Fund and Supplier
Ask mailings while seeking other forms of revenue development.

Collections Management – Objects are the heart and soul of the National Motorcycle Museum, both
permanent collections and loaned objects. Oversight of accurate collections management through use of
Past Perfect software, original document files, correct insurance coverage and recording loans in and out
are critical.

Events – Improve and expand Vintage Rally, the Museum’s large annual event. Attract and develop
relationships with clubs, associations and other entities that might use the Museum grounds or Banquet
Hall for events while expanding awareness for the Museum and driving revenue for rentals.

Education – Forge relationships with regional educators to develop and implement programs that make
use of the Museum exhibition program to extend the function of the Public Schools classroom. Invite
educators to suggest exhibits and activities that further the educational mission of the Museum.

Exhibit Program – While maintaining the mechanics of good exhibits; cleanliness, working light fixtures,
tire inflation and removal of leaked lubricants, clean showcase glazing develop and implement ideas for
exhibit updates and special changing exhibitions. Consider audiences, diversity of the collections, and the
collector community as lenders and special events that may be developed to take advantage of these new
exhibits.

Volunteer Program – Create tasks and activities lists, training materials, training sessions and implement
a volunteer program to enhance and extend the functions of staff at on-site and remote events, site rentals,
collections maintenance and management, inventory work and other areas volunteers may be useful.
Evaluate the volunteer program and individual volunteers maintaining the effectiveness of the program.

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